Neil Hannah Email and Phone Number

Working across General Merchandise and e-Fulfilment sites supporting both B2B and B2C. These roles support multiple contracts, improving their supply chains alongside providing innovative solutions which include automation, technology and CI improvements.Defined, refined and disseminated the organisational Op Ex strategy, setting standards and metrics, by developing training programs and working with sites to achieve, hitting 100% compliance to baseline.Working alongside multiple… Show more Working across General Merchandise and e-Fulfilment sites supporting both B2B and B2C. These roles support multiple contracts, improving their supply chains alongside providing innovative solutions which include automation, technology and CI improvements.Defined, refined and disseminated the organisational Op Ex strategy, setting standards and metrics, by developing training programs and working with sites to achieve, hitting 100% compliance to baseline.Working alongside multiple sites, incorporating automation into operations, from AGVs to ARVs, by creating and submitting several successful business cases for new technology. Guided and led process mapping sessions to clarify and explore opportunities for improvement within a variety of different operations. Worked to redefined the CI training strategy for the business, improve the CI training curriculum and implement a CI training program which incorporates modern apprenticeships. Show less

Managed two technology sites across the specialist services sector, encompassing 14 contracts. This role involved the management of 65 people, as well as the responsibility for a further 50 staff from other DHL departments on the sites.Responsibility for customer relations, H&S, Quality, Productivity, Cost and People, alongside full budgetary control logistic delivery and regulatory and legislative compliance. Multiuser sites with complex mix of customers, with ad hoc customers… Show more Managed two technology sites across the specialist services sector, encompassing 14 contracts. This role involved the management of 65 people, as well as the responsibility for a further 50 staff from other DHL departments on the sites.Responsibility for customer relations, H&S, Quality, Productivity, Cost and People, alongside full budgetary control logistic delivery and regulatory and legislative compliance. Multiuser sites with complex mix of customers, with ad hoc customers joining and leaving, campus revenue of circa £1.5m.Successfully managed 2 Multi-User sites to achieve financial goals, including replacing and renewing customer contracts. Contracts included high security, technology, Medical and consumer, utilising both B2B and B2C. Show less

Managed the customer facing aspects of the JLR contract across the 800,000 sq. ft. 'Final Assembly 2' facility. This role incorporated heavy involvement in the development of three shifts of employees, and the launching of 3 vehicle models.Successfully managed a 24 person team of logistics delivery and internal audit compliance personnel within a fast paced manufacturing plant. Worked alongside 3 different customer representatives and balancing the needs of the logistic… Show more Managed the customer facing aspects of the JLR contract across the 800,000 sq. ft. 'Final Assembly 2' facility. This role incorporated heavy involvement in the development of three shifts of employees, and the launching of 3 vehicle models.Successfully managed a 24 person team of logistics delivery and internal audit compliance personnel within a fast paced manufacturing plant. Worked alongside 3 different customer representatives and balancing the needs of the logistic operation against the manufacturing requirements utilising the customer reporting structuresIncreased efficiency of logistic operations, reduced delays and increased customer satisfaction with on-time product delivery. Show less

Managed a difficult Royal Mail site through a period of transition. Linking Industrial Relations with the business needs against a backdrop of privatisation while negotiating challenging personnel issues.Delivery Operations Manager, responsible for up to 150 staff, up to 45 vehicles, and the delivery of the Royal Mail's Universal Service.Obligation to circa 60k households in and around WV postcodes, by continuously reviewing, and improving the delivery system.

Implemented regional FM and Fleet programmes, saving by driving efficiencies through the project management of a specific region.Management of 125 vehicles and 54 properties across the West Midlands, as well as HSE, Fleet, Logistics, Facilities, Property, Purchasing, Business Continuity, Equipment and Radio Communications.

Developed the national vehicle procurement strategy by interviewing stakeholders, and developing a business case, including metrics, to support the strategy.Managed a key national account to develop processes and customer relationship management principles, improving the vehicle procurement process to use bespoke ambulances, and developing a national event services management process.

Managed the operation of a 75,000 sq. ft. aerospace parts facility anticipating and coordinating the needs of over 80 staff, 50,000 transactions a month (circa 1.8m parts)Established, resourced, and developed a Project Team within Pattonair responsible for implementing operational infrastructure, process, and technological changes. Reduced cost per order and setup a Kanban system on consumables, reducing spend per year.Developed and applied Lean Manufacturing principles… Show more Managed the operation of a 75,000 sq. ft. aerospace parts facility anticipating and coordinating the needs of over 80 staff, 50,000 transactions a month (circa 1.8m parts)Established, resourced, and developed a Project Team within Pattonair responsible for implementing operational infrastructure, process, and technological changes. Reduced cost per order and setup a Kanban system on consumables, reducing spend per year.Developed and applied Lean Manufacturing principles to improve product flow, optimise processes and increase lead times resulting in an increase in on-time delivery of orders. Show less

Key member of the TNT / CEVA 3-month Lean implementation at a local site, developing the role into showcasing and training Lean tools and techniques.Implemented a 5S program, and ran numerous kaizen activities to improve individual jobs, created SOPs for key processes, resulting in significantly improved productivity, such as a cycle time reduction on packing .Utilised LEAN teams to identify problems and proactively suggest and implement solutions to drive operational… Show more Key member of the TNT / CEVA 3-month Lean implementation at a local site, developing the role into showcasing and training Lean tools and techniques.Implemented a 5S program, and ran numerous kaizen activities to improve individual jobs, created SOPs for key processes, resulting in significantly improved productivity, such as a cycle time reduction on packing .Utilised LEAN teams to identify problems and proactively suggest and implement solutions to drive operational efficiencies and reduce safety hazards.Increased business efficiency and performance by reinstating data-backed approach to improvement that encouraged Lean Thinking, thus supporting an overall reduction of operational costs. Show less